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COMO 101 Lectures 9/28/06
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Group Networks, Membership, andGroup Networks, Membership, andLeadershipLeadership
Chapter 12
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Group Role Classification ModelGroup Role Classification Model
Describes functions participants should seek toassume and avoid in groups
Three categories of roles: Task-oriented roles
Maintenance-oriented roles
Self-serving roles
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Task-Oriented RolesTask-Oriented Roles
Task-oriented roles help the group achieve its goals Initiating Information seeking Opinion seeking Information giving Opinion giving Clarifying Coordinating Evaluating Consensus testing
COMO 101 Lectures 9/28/06
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Maintenance-Oriented RolesMaintenance-Oriented Roles
Maintenance-oriented roles help the group runsmoothly Encouraging
Gatekeeping
Harmonizing
Compromising
Standard setting
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Self-Serving RolesSelf-Serving Roles
Self-serving roles prevent the group from working effectively
Blocking
Aggression
Recognition seeking
Withdrawing
Dominating
Joking
Self-confessing
Help seeking
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LeadershipLeadership
Leadership – the ability to influence others Can be positive or negative Groups need effective leadership Effective leaders perform combinations of the task and
maintenance roles and demonstrate role versatility
Designated leader – person given the authority to exertinfluence within a group
Achieved leader – engage in effective leadershipbehavior without being appointed
COMO 101 Lectures 9/28/06
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Leadership StylesLeadership Styles
Type X – leader who does not trust group members, and are notconcerned with their personal achievement
Type Y – more of a risk taker, more trusting of the group, and isconcerned with their personal achievement
Autocratic (Authoritarian) – directive leader
Laissez-faire – non-directive leader
Democratic – represents a reasonable compromise betweenautocratic and laissez-faire leaders
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Theories of LeadershipTheories of Leadership
Trait theory – leaders are people who were born to lead
Special built-in, identifiable leadership traits
Situational theory – depends on the situation
Can be affected by the nature of the problem, social climate,personalities of group members, size of the group, and timeavailable to accomplish the task
Functional theory – several group members should be ready
Any task or maintenance activity can be consideredleadership
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Diversity and GenderDiversity and Gender
Culture Influences the way group members communicate Can both enhance and impede a group’s operation
Mexican, American, Japanese, Native American
Gender Men and women have different goals for communicating Both genders working together enhances productivity
Women – more collaborative and participatory Men – more directive
The same messages are evaluated differently based ongender
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Cooperation vs. CompetitionCooperation vs. Competition
Individual goals: Congruent or coinciding goals cooperation
Cooperative goal structure – members work together to achievetheir objectives
Agree that each has an equal right to satisfy needs Each member can get what he or she wants at least some of the
time Plays for power are avoided Do not attempt to manipulate each other by withholding
information or dissembling
Contradictory goals competition Competitive goal structure – members hinder one another’s
efforts to obtain a goal
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Supportiveness vs. DefensivenessSupportiveness vs. Defensiveness
Defensive behavior – occurs when one perceives a threat or anattack on his or her “self-concept” Evaluation vs. description Control vs. problem orientation Strategy vs. spontaneity Neutrality vs. empathy Superiority vs. equality Certainty vs. provincialism
Defensive nonverbal cues Supportive nonverbal cues
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Cyberspace GroupsCyberspace Groups
Online groups experience many of the sameproblems that face-to-face groups experience
Online group members perform roles: Hackers
Phreakers
Moderators
Net police
Continuous membership evolution
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Improve Group CommunicationImprove Group Communication
Encourage an open, supportive environment Contributions and communication from all members
Establish a cooperative climate Coordination, not manipulation
Be ready to perform needed leadership and membership roles Task roles present and accounted for Maintenance roles effectively carried out Negative, individual, self-centered roles deemphasized
Encourage continual improvement Develop insights needed to facilitate more effective
interaction